As the resilient category continues to grow, suppliers face a significant question —whether to go it alone through direct sales or cede some control in exchange for wider distribution through distributors.

There are benefits to both models and there is no “one-size-fits-all approach,” according to resilient suppliers. “The benefit of selling direct is to understand how we can help decision makers accomplish their unique objectives,” said Glen Hussmann, president of Tandus Centiva.

“Servicing customers through distribution is all about speed and reliability and having a wide range of products a customer needs now on the shelf and ready to ship.”

Hussmann speaks from experience in both areas: Tandus’ primary channel to market has always been through direct sales but Centiva evolved through a multi-channel approach using direct sales, agents and distributors. When the two companies merged they kept their systems intact.

IVC US also uses a hybrid approach. “The direct model really predated the distribution model when the company did not have regional distribution to support certain national accounts, there was no option but to set up logistics and sales support of our own,” explained Paul Murfin, co-CEO of IVC US. And while circumstances dictated this move, the model “essentially helped put IVC on the map and we have worked hard to maintain this model.” And the distribution model helped the company increase its geographic coverage, ensuring national exposure.

Still, having two models “adds complexity to our business since these are entirely different product lines.” There are benefits and drawbacks to having both models in place, he added. “When selling direct, you of course have more control over the sales story and execution, but with it you also have the expense. The distributor model is an effective way of expanding our reach and leverages local relationships.”

Hybrid models are not the norm, though. Most suppliers utilize either one method or the other and they are committed to — and even passionate about — that system. Proponents of distributor models said it gives them expanded territories, more marketing options and some other logistics and costs savings.

Metroflor has used distributors for as long as the company has been operating. “We consider our alliance with our network of independent distributors to be one of our key, strategic advantages,” said Russ Rogg, president and CEO. He said the model gives the company an expanded sales force, enhanced customer service, a greater depth of inventory and superior logistics.

What’s more, he added that using a distribution network that also services other products gives customers better service and better values with bundling opportunities. For example, they can receive wood, ceramic, laminate and Metroflor’s LVT in the same delivery. “It makes it more cost effective for the buyer,” Rogg said.

Most importantly, he said, distributors’ long-term relationships with their customers eclipse what a direct sales force can achieve.

Meanwhile, other suppliers use a direct sales model and that system works well for them. In general, they said direct sales gives them more control and exclusivity.

Karndean Designflooring has used direct sales since it was founded in the 1970s and has no plans to change. “We believed this provided the most value to our retailers by having them be exclusive providers of our product,” said Emil Mellow, vice president of marketing. “It shows a commitment to our retailers and builds the one-on-one relationships with our retailers.” While the company does use some distributors in one part of the country, 90 percent of their business is done directly.

Direct sales require a significant commitment in time and resources, he cautioned. “To do a direct to retailer model, you have to have a strong financial and logistical commitment to stocking levels,” he said. Karndean stocks materials at such a level to provide direct shipping within a week to any location in the U.S.

Suppliers do need to evaluate their current models, though, and be willing to make changes when and where necessary. David Reichwein, CEO of FreeFit, said while the company uses distributors, he questions the model. “I think you have to choose your distributors very wisely. Bigger is not necessarily better.” He noted that for FreeFit, the proprietary products need more training and effort. For big distributors with multiple lines, “you’re just one more in a stable.”

FreeFit targets smaller distributors who aren’t just focusing on a top line number, although Reichwein stressed that “I position FreeFit so whomever we partner with, they make a good profit.”

Still, he said he has considered going the direct route. The hurdle is that a company needs infrastructure in place. “I don’t want to take on something I can’t manage and effectively keep. I know what I’m good at which is innovation and manufacturing. So I try to partner with distributors who know a regional market and know product.” He said he is currently going through a process of parting ways with some distributors and adding smaller, “micro” distributors. “They are focused and really work it.